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We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a new model where affective responses associated with stress mediate the impact of workplace stressors on individual and organizational performance outcomes. Consistent with Jordan et al., emotional intelligence is a key moderating variable. In our model, however, the components of emotional intelligence are incorporated into the process of stress appraisal and coping. The chapter concludes with a discussion of the implications of these theoretical developments for understanding emotional and behavioral responses to workplace.

Research consistently finds that procedural justice affects emotional reactions to inequity. This research, however, has failed to examine the ways in which contextual factors may alter the impact of fair procedures on emotions. Here, I argue that collective legitimacy is one such contextual factor, and I develop hypotheses related to this argument. I also suggest that procedural justice researchers should examine discrete emotions, because the combined effects of legitimacy and procedural justice vary depending upon the emotion in question. In highlighting the interplay between legitimacy and procedural justice, this paper also underscores the necessity of studying procedural justice within the context of the group.

This study develops and validates a theoretical model of real-time mobile connectivity, examining how employees' perceptions of their relationship with supervisors influence their emotional experiences. Through quasi-experiments, the authors investigate the behavioral patterns and emotional responses associated with real-time mobile connectivity in organizations, with a focus on messaging apps that indicate message read status. Specifically, they explore how supervisors' attentiveness or inattentiveness in mobile connectivity impacts emotional ambivalence (anxiety and pride) among subordinates. Additionally, they examine the downstream effects of this emotional ambivalence on employees' workplace thriving and job performance across various dimensions.

To address the paradox of real-time mobile connectivity, a quasi-experimental design involving 320 team members from 46 teams was implemented. Multi-level structural equation modeling was employed to analyze within-person variance and evaluate the proposed hypotheses.

The findings indicate that employees who do not receive timely indications from their supervisors are more likely to experience elevated levels of anxiety, while those who receive prompt indications experience a sense of pride. Moreover, the indirect effects of the real-time mobile connectivity paradox on employee performance, mediated by anxiety (negatively) and pride (positively), are fully explained through workplace thriving.

This study provides insights into the emotional ambivalence experienced in the workplace due to real-time mobile connectivity, highlighting its implications for organizational competitiveness. Integrating resource conservation theory and cognitive appraisal theory of emotion, the study explores the mediating role of workplace thriving and the impact on employee performance through pride and anxiety. Generalizability requires considering organizational settings and cultural contexts while acknowledging limitations such as a focus on messaging apps and specific samples. Future research should explore these dynamics in diverse contexts and identify additional factors influencing the relationship between real-time mobile connectivity and employee outcomes.

This study provides valuable insights for managers regarding the significance of message indications, as their attentiveness can elicit emotional reactions from employees that subsequently impact workplace thriving and job performance.

This study pioneers the exploration of the paradox of real-time mobile connectivity in the workplace, uncovering the discrete emotions experienced by employees. Furthermore, it elucidates the subsequent opposing effects on workplace thriving and job performance, contributing to the existing literature and knowledge in this area.

Excessive anger at work has a negative impact on the worker expressing anger and on those around them. The aim of our study is to identify anger triggers, reactions, and strategies for workers referred to an anger management intervention program. We interviewed 20 participants prior to the start of that program. Main causes of anger reported were unfair treatment, workplace incompetence, disregard by others, and concern for the bottom line. Anger reactions were aggressive acts and anger suppression. The two main strategies reported for dealing with anger were “no identifiable strategy” and distancing. Implications for theory and practice are discussed.

Purpose: During turbulent social and economic times, perceptions of job insecurity can be expected to increase. In this chapter, we outline a theoretical model that links perceptions of job insecurity to lower affective commitment and high work-related stress, resulting in employees' engaging in poor decision-making behavior. We argue further that employees who possess individual skills of being aware of emotions and managing emotions are less susceptible to such behavior. Study Design/Methodology/Approach: We tested our model in two studies. The first study was conducted using an online sample of 217 respondents. The second study used a split administration design conducted in a single organization and used a sample of 579 employees. Findings: Our data revealed that job insecurity is linked to negative decision-making behaviors and that better emotional awareness and management skills may reduce negative decision-making behaviors. Originality/Value: Our findings support the notion of threat rigidity theory where we found that job insecurity affects how individuals make decisions. Our analysis suggests that the individual's level of emotional skills can act as a form of behavioral control that can ameliorate the effects of job insecurity on decision-making behavior. Research Limitations: Both studies had a female gender bias in our sampling frames. There is a possibility of common method variance affecting the results of Study 1, and both studies involved the use of a self-report measure of emotional skills.

Self‐efficacy has been described as a malleable quality based on individual perceptions of ability in given situations and has repetitively been linked to performance gains and other positive organizational outcomes. Less research has addressed the processes that shape individual efficacy levels. This article explores the role of emotional intelligence and causal reasoning patterns in the development of self‐efficacy beliefs. A research model is forwarded along with associated propositions. Lastly, the implications, limitations, and future research directions of this research are discussed.

The purpose of this article is to understand the relationship between emotional salience and workplace events related to technology change by using a combination of key features of two popular psychological theories – regulatory focus theory and affective events theory – to view the change process in diverse settings.

This paper is based on analysis of 18 months of qualitative interview data (n=52 respondents) collected before, during and after the introduction of three different new technologies in three organizations – a hospital, a manufacturing facility, and a psychological counseling center. The mixed methods approach combined descriptive case studies and a structured coding approach derived from a synthesis of the two theories with which the transition processes at each organization were examined.

Employees with a so‐called promotion‐focused orientation were more likely to accept an IT change and the events related to it. Organizational cultures and the staging of events play a role in individuals' affective reactions and behavior. The use of the framework is promising for illuminating the role of emotions, the timing of change events, and subsequent behavior in response to organizational change.

The variety of types of organizations and job types represented, as well as the types of IT change proposed in each, provides a rich sample of diverse motivations and scenarios. Further development of the relationships between the timing of organizational events and regulatory focus is needed.

The proposed framework suggests a shift in emphasis away from beliefs and towards emotionally relevant events. The findings suggest consideration of two distinct motivational aspects of both new and old technology. A peak in emotional events related to training indicates that an organization must actively manage how the plans, strategies, and communications with regard to training affect workers' beliefs and expectations.

The paper highlights how an emphasis on emotionally relevant events and attention to the regulatory focus involved in interpretation of those events could provide the basis for new approaches to organizational interventions. Interventions should focus on facilitating situations where individuals can frame relevant transition events with a promotion focus.

This chapter builds on previous research that conceptualized organizational politics as an organizational stressor. After reviewing the studies that integrated the occupational stress literature with the organizational politics literature, it discusses the negative implications of the use of intimidation and pressure by supervisors, implications that have generally been overlooked. Specifically, the chapter presents a conceptual model positing that the use of intimidation and pressure by supervisors creates stress in their subordinates. This stress, in turn, affects subordinates’ well-being, evident in higher levels of job dissatisfaction, job burnout, and turnover intentions. The stress also reduces the effectiveness of the organization, reflected in a high absenteeism rate, poorer task performance, and a decline in organizational citizenship behavior. The model also maintains that individual differences in emotional intelligence and political skill mitigate the stress experienced by subordinates, resulting from the use of intimidation and pressure by their supervisors. In acknowledging the destructive implications of such behavior in terms of employees’ well-being and the productivity of the organization, the chapter raises doubts about the wisdom of using it, and advises supervisors to rethink its use as a motivational tool. Implications of this chapter, as well as future research directions, are discussed.

Purpose: This chapter explores how organizations can influence the emotional climate surrounding change, and thereby encourage the emergence of positive rather than negative emotions. Despite growing literature, many companies struggle with postacquisition integration. In the last 3 decades, the discussion has turned toward how employees' emotions complicate the process. This chapter discusses those emotions, paying special attention to the emotional climate surrounding change. The focus is on examining how an organization's emotional climate influences employees' emotions following an acquisition.

Design/methodology/approach: The chapter takes the acquired company point of view, following a German–Finnish deal completed in January 2017 over 1 year. Data were collected through interviews (totaling 26), daily memo-like diaries (65 entries), and an employee satisfaction survey (56 respondents).

Findings: The findings reveal that employees are likely to have emotional reactions even when relatively little integration is intended. In addition, the surrounding emotional climate – whether positive or negative – is likely to trigger similarly valenced emotions. The theoretical contribution of this chapter lies in the introduction of emotional climate rather than organizational culture as a key factor for employees during the early integration period.

Practical implication: Particularly line managers have an important role in maintaining positivity. For positivity to dominate, organizations need to make the benefits of the deal and the future of the company clear to the employees.

The purpose of this paper is to examine whether the leader’s emotional intelligence influences the leader’s preferences for different ways of combining leadership behaviors (i.e. combinative aspects of leadership style).

The authors used a hybrid design to collect the data to avoid common-method biases. The authors described a high-stress workplace in a vignette and asked participants to rank four styles of combining a task-oriented leadership (i.e. Pressure) statement and a socio-emotional leadership (i.e. Support) statement. The authors then asked participants to complete a Likert-scale based questionnaire on emotional intelligence.

The authors found that leaders who prefer to provide Support immediately before Pressure have higher levels of emotional intelligence than do leaders who prefer the three other combinative styles. Leaders who prefer to provide Pressure and Support separately (i.e. provide Pressure 30 minutes after Support) have the lowest levels of emotional intelligence.

A key implicit assumption in the work is that leaders do not want to evoke negative emotions in followers. The authors did not take into account factors that influence leadership style which participating managers would be likely to encounter on a daily basis such as the relationship with the follower, the follower’s level of performance and work experience, the gender of the leader and the gender of the follower, the hierarchical levels of the leader and follower, and the followers’ preferred combinative style. The nature of the sample and the use of a hypothetical scenario are other limitations of the study.

Providing leadership behaviors that are regarded as effective is necessary but not enough because the emotional impact of leadership behaviors appears to also depend on how the behaviors are configured.

This is the first study to show that the emotional intelligence of leaders is related to their preferences for the manner in which they combine task and social leadership statements. Furthermore, two-factor theories of leadership propose that the effects of task and social leadership are additive. However, the findings show that the effects are interactive.